如何正确而客观地理解和认识项目团队中存在的冲突以及这些冲突之间的关联关系，则直接影响到项目团队的管理和协调。
How to understand the conflicts and the linkage between these conflicts directly impacts on the management and coordination of project team.
与您的团队，客户和业务合作伙伴时时沟通，找到如何可以改善项目管理过程。
Communicate with your team, client, and business partners, as to how you can improve your project management practices.
在这最后一部分中，我们考虑迭代和增量开发对项目管理团队的影响。
In this final installment, we consider the effect of iterative and incremental development on the projects' management teams.
十多年来，帮助团队识别任务以及任务分派是项目管理工具的一部分。
Helping teams identify tasks and task assignments has been a part of project management tools for decades.
下个月，我们将通过探讨在项目管理团队中采用迭代式开发实践的作用做出结论。
Next month, we will conclude this series by examining the effect of adopting iterative and incremental development practices on the project management team.
我甚至建议，项目经理制定计划并管理团队，以确保这些工作的执行。
I even recommended that project managers schedule and manage the team to make sure that they occurred.
项目团队确实从涉众处获得承诺，且工作状态对管理是可见的。
The project team does obtain commitment from stakeholders, and the status of work is visible to management.
如果来自项目管理团队高层和底层从业者的答案不同，不要感到惊讶。
Don't be surprised if answers from upper program management teams vary from those of practitioners at lower layers.
大量无效地实施管理，并且项目目标和团队的成功受到危害。
Management is rendered largely ineffective, and project objectives and the team's success are jeopardized.
高效能的项目经理需要从自己的团队那里了解到真相，从后把真相带到管理中去，让自己同事知道。
Effective project managers need to demand the truth from their teams and then present the truth to their management and peers.
通过获取、关联、分析和管理对需求所做的更改，团队可以确保项目与目标保持一致，并遵循了规则和标准。
By capturing, linking, analyzing, and managing changes to requirements, teams can ensure that a project is conforming to requirements and complying with regulations and standards.
本文的目标读者主要是那些负责软件开发项目/团队的预算和管理的人。
This article is written for those with management and budgetary responsibilities for a software development project or team.
项目通过了对于管理团队成员工作的上下文环境。
Projects provide the context for managing work created by the members of the team.
学习RUP需要理解它的结构和规程是如何服务于管理项目团队的。
Learning RUP entails understanding how its structure and principles serve to guide project teams.
传统的项目管理需要的团队成员是涉及面窄的专家，迭代开发在专家还可以有较宽泛的技能集时工作得最好。
Traditional project management required team members who were narrow specialists; iterative development works best when specialists can also have a broader skill set.
ALM模式的规程角色将帮助团队管理交付软件项目相关的工作。
The ALM schema's principle role is to help teams manage the work involved in delivering software projects.
当这个计划不可避免地导致了对将来预测的失败，按照计划执行的管理者们也毫无疑问会带领他们的团队和项目一起失败。
When such a plan inevitably fails to perfectly anticipate the future, managers who unquestioningly follow it often lead their teams and projects to failure.
对于更为灵活的方法，项目管理涉及进行需求优先级排列和促进团队开发周期工作。
For more agile methods, project management consists of prioritizing requirements and facilitating team development cycles.
因此，对敏捷经理的期望更为广泛深远，远远不止管理团队和交付项目。
Thus, the expectations from an Agile manager are much wider and far reaching than just managing a team and delivering a project.
不过，在这样的团队组织中，负责对软件开发项目做出重大的资金和管理决策的筹划指导委员会，通常对迭代化开发实践不太熟悉。
However, in such teams' organizations, the steering committees that make major project funding and governance decisions are often not familiar with iterative methodologies.
团队工件(Team Artifacts)视图管理到存储库和项目区域的连接。
Team Artifacts view manages your connections to a repository and a project area.
Illustration软件配置管理(Soft ware Configuration Management,SCM)有助于大型、复杂的项目团队管理变更，这样，他们就可以更快地交付更高质量的产品。
Software Configuration Management (SCM) can help even the largest, most complex project teams manage change, so they can deliver higher-quality products faster.
QCon的目标是为软件开发提供技术架构、团队领导和项目管理等深入技术内容的会议。
QCon is a conference aimed at providing technical architects, team leads, and project management with deep technical content aimed at perfecting your software development craft.
这可以帮助团队领导和管理团队更好地掌握项目的过程，而每一个团队成员可以更加轻松地了解他们的工作状态。
This helps the team lead and management team get a better grasp on the progress of project, and every team member is easily able to get their work status.
我认为前一节中的计划就是管理人员(和团队)开发软件所需的全部，但对某些项目出资人而言可能太过基本。
I think the plan in the previous section is all a manager (and a team) needs to grow software, but that might be too radical for some project sponsors.
管理的角色是使团队了解关于团队计划、项目状态和轨道，以及问题识别和解决的及时切准确的信息。
The role of management is to enable teams through timely and accurate information on team initiatives, project status and trajectory, and issue identification and resolution.
这个系列在下个月将结束，那时我们将探讨对项目管理团队来说迭代式增量开发的影响。
The series will draw to a close next month when we consider the effect of iterative and incremental development on the projects' management teams.
集成化的工作项管理会自动创建并追踪与团队进程与您所定义项目相伴随的私人工作项进展。
Integrated work item Management automatically creates and tracks progress of individual work items in accordance with the team process and project rules that you define.
管理团队讨论了哪些部门将承担项目中维护资产的任务，进而提出一个综合的财务计划。
The management team discusses what departments will maintain the assets for this project and develops a comprehensive financial plan for the project.
管理团队讨论了哪些部门将承担项目中维护资产的任务，进而提出一个综合的财务计划。
The management team discusses what departments will maintain the assets for this project and develops a comprehensive financial plan for the project.
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